Here's how you can cultivate purpose and meaning in your employees' work as an engineering manager.

One of the most important job of a manager is to help his/her employee connect their work with the organization's bigger picture very early itself in his/her job role. This will help them foster meaning, pride, and purpose in their work. When they can " connect the dots" on how their work impact the org's bottom line, they will be more involved, motivated and productive. As a Manager we should always help them contextualize their tasks ( especially for Junior level roles where deliverables tend to get more tasks based). Always take efforts to provide them the context on "Why" they should do "What" they are asked to do. Don't assume that they already know. They might not! This worked well for me in my role as a front line manager.

The role of the engineering manager is: - Align work with the mission and values of the company. - Ensure that the projects and tasks assigned to your team contribute directly to the mission. - Ensure autonomy and ownership - Give your team the opportunity to take ownership of their work, make decisions, experiment and gain new knowledge. - Provide opportunities for growth and progression. - Support the professional development of your employees. - Develop a culture of return and recognition. - Create an environment where feedback and recognition are the norm. Recognize and celebrate their contributions, big and small. - Encourage collaboration and teamwork - Facilitate knowledge sharing, matching programs and team building activities.

A clear vision must invoke security, excitement, and purpose. Reassure your team that their efforts contribute to long-term stability and a predictable future, making them feel valued and part of something enduring. Highlight the opportunity for growth and skill development, showing how their work will enable them to engage with future relevant technologies that will enhance their careers. Emphasize the importance of trust and responsibility, making it clear that their reliability and dedication are vital not just for the short-term success, but also for the long-term impact on customers, stakeholders and the company’s future.

The role of the engineering manager is to balance all variables: business needs, the technology department, and the interests of the team members. With this combination, we must be capable enough to set clear objectives for developers that help them grow, allowing the company to capitalize on their growth.

Always remember that everyone needs to feel part of something bigger than themselves. This is the opportunity you have since they will be at work more than anywhere during their careers.

Great leaders listen to people and care about their opinions. Practicing active listening is a great way to foster confidence and develop new ideas, while allowing team members to feel important and relevant for team growth and development.

Empowering voices within your team is essential for cultivating purpose and meaning in their work. During a past urban development project, I initiated regular brainstorming sessions where every team member, regardless of seniority, had the opportunity to share their ideas and feedback. This inclusive approach led to innovative solutions, like an efficient drainage system proposed by a junior engineer, which we implemented successfully. By valuing and acting on these contributions, team members felt more connected to the project's success and more appreciated for their unique perspectives. This not only boosted morale but also enhanced overall project outcomes.

In engineering management, set clear, achievable goals. Imagine leading a team building a bridge. Your job is guiding everyone towards common objectives, like finishing a bridge section by a certain date. Goals aren't just about tasks; they're about showing how work impacts communities. When your team sees purpose, they're motivated and proud. By setting understandable and meaningful goals, you guide your team and give their work significance.

Achievable goals are not the norm in any industry nowadays but it is essential for World Class performance. But the other side of this is that you must show appreciation to the employees when they meet them. Critical if you want them to do it again.

I totally avoid mico-management and strive to create assignments that instills ownership by the team member. I nurture this through coaching and encourage developing their own style, and proudly apply their good techniques to improve my own, whilst giving credit and recognition to them. The overall teams network expands to give increased collaboration and a better products. Where possible i give leadership exposure, have the team members present their weekly reports on key projects.

Fostering growth is crucial for cultivating purpose and meaning in your employees' work. During a large-scale development project, I introduced a comprehensive training program for my engineering team, focusing on both technical skills and leadership development. I encouraged team members to attend workshops, pursue certifications, and participate in cross-functional projects. One junior engineer, who initially felt stuck in their role, thrived after receiving mentorship and new responsibilities. By investing in their growth and providing opportunities for advancement, I observed a significant increase in their engagement and dedication, which ultimately enhanced the project's success.

Promoting individual growth, for each team member, is a vital factor for the development of the team as a whole. Because often, skills that would previously require external consultation, generally slower, can be handled internally by the team, bringing speed. Another extremely beneficial point is the widespread feeling within the team, which can increase team collaboration and motivation. The era of "static work", where professionals worked throughout their lives in the same activity, is already very far from most people's goals, as managers we have to be aware of these points.

Steer clear from the traps of "shallow collaboration." While social gatherings like shared meals or virtual coffee meet-ups might create superficial bonds, true connection comes from working together in the trenches, pursuing a shared mission, and supporting each other. Without this, you're fostering a "me" vs. "we" culture where individual goals overshadow team success, simply because it's harder to empathize with colleagues we don’t bond with. True community is evident when team members naturally support each other without needing to be asked, leveraging each other’s strengths and understanding each other’s weaknesses. They work with urgency, ensuring that time spent together boosts productivity and overall team success.

This is the most difficult part of an organization in todays millennial and gen z workforce. Many have never seen a real team. I have, too many times, heard that "we already have a team" when all they had was a loose conglomeration of people working around each other. Teamwork and teams are essential to excellent work and a good work environment.

- Connect their work to the larger mission, such as national mission (e.g., Net Zero), International agenda or organisational value, - Communicate the big picture, - Provide opportunities for growth and development, and - Foster a culture of collaboration and recognition.

Be very, very clear with expectations. Vague statements just cause problems. If you like something, let them know. If you don't, let them know. Immediately.